Course: English II

Teacher:
ROCIO LAVANDER IPARRAGUIRRE

Members:
- Martinez Ramos Sire
- Requena Leon Josselyn
Cicle: VI
Cassroom: 202

2014

Introduction
We were the first to dare to change and what we keep doing.

Saga Falabella Falabella is part of one of the largest and most established companies
in Latin America that conducts business through various business areas. The main
ones are the department store, department stores, home improvement and
construction, supermarkets, bank, travel and insurance.

The department store is, today, the largest in South America with over 65,000 partners
in Chile, Argentina, Colombia and Peru.

SAGAFALABELLA

Tabla de contenido
Introduction .................................................................................................................................. 1
History ........................................................................................................................................... 3
Franchises ...................................................................................................................................... 5
Mission .......................................................................................................................................... 6
View ............................................................................................................................................... 6
Values ............................................................................................................................................ 6
Objectives ...................................................................................................................................... 7
Porters 5 forces .......................................................................................................................... 11
..................................................................................................................................................... 13
Supply chain ................................................................................................................................ 14
FODA ........................................................................................................................................... 17
Strategies..................................................................................................................................... 18
Organigrama................................................................................................................................ 19
Conclusion ................................................................................................................................... 22

SAGAFALABELLA

History
origin
In 1953: Formed under the name Sears
Roebuck del Peru SA
In 1955, Sears Roebuck opened the first large
department store in Peru. Credit sales and
innovative return policy set the tone in the local
market.
In 1984: Change of name: Sociedad Andina de
los Grandes Almacenes S.A.
In 1988, Sears becomes Saga Andina Company
Department Store, launch it goes hand in hand
with the establishment of promotions and
competitive prices every day.
consolidation
In 1995, Saga merges with regional
retailer Falabella, an event that gives rise
to Saga Falabella SA With this merger a
payment system more convenient and
flexible with the introduction of the CMR
card, which now has over 5.5 million users
in Latin America is implemented. In turn,
the chain signed major partnerships with
brands such as Benetton MNG Italy and
Spain. Meanwhile, the area of services
created with the launch of Travel and
Insurance Falabella.
Majority Acquisition of the Company by
the Group Falabella Chile.
In 1999, Designation of Saga Falabella
SA
The main shareholder is SF Falabella
Peru SA, which in turn is property S.A.C.I.
Falabella Chile.

SAGAFALABELLA

expansion
Since 2001, Saga Falabella became the
first chain of department stores in betting for
the inner cities. Expansion outside Lima
began in the north with openings in Trujillo,
Chiclayo and Piura. Locations would be
added later in Arequipa, Cajamarca and Ica.
Today, Saga Falabella still working to reach
more and more Peruvians, changing
according to your needs and making your
life easier.

SAGAFALABELLA

Franchises
LIMA
Jockey Plaza
San Isidro
Miraflores
Megaplaza
Lima Centro
Atocongo
Bellavista
San Miguel

Provinces
Arequipa
Piura
Trujillo
Chiclayo
Cajamarca
Ica
Ucayali

SAGAFALABELLA

Mission
"Meet and exceed the expectations of our customers through a shopping experience
that optimally combine products, services, environment and convenience, thus
ensuring their consistent preference"

View
"To contribute to improving the quality of life of our customers in each of the
communities in which we find ourselves."

Values

integrity

social
Responsibilit
y

commitment

VALUES

Commitment
to service

great team

Creation and
Innovation

SAGAFALABELLA

Objectives
Social goal
The social objective is to engage Saga
Falabella retail sales of domestic and
imported goods (clothing, appliances,
equipment and sporting goods, equipment
and computer accessories, beauty, etc.).
Product Dimensions
Clothing, appliances, white goods, beauty
items, jugueria and housewares.
Of the total sales, textiles account for 55%,
35% appliances and home decorating 10%.
Purchases are made at four to five times a
year, depending on nationality, fashion
Industry boundaries
The retail sector has experienced steady
growth due to the economic advancement of
the country in recent years, growth in the
sector's performance is determined primarily
by increases in the number and performance
of square meters which implies the need for a
rapid growth.

SAGAFALABELLA

Characteristics
-Balance Work / Life
- Salary / Benefits
- Labor Stability / Advancement
- Administration
- Work Culture

SAGAFALABELLA

Strategic objectives
Long haul

time.

SAGAFALABELLA

Short term
2013.

i. In Megaplaza Chimbote (March)

ii. In the Mall Aventura Plaza Santa Anita-Lima (August).

lime
i. Independence (North Square)
ii. Jess Mara (Real Plaza Salaverry)
Provinces
I. Ica (in Quinde Shopping Plaza) Huanuco (Huanuco in Step Mall).

SAGAFALABELLA

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Porters 5 forces

Threat of
Entry of New
Competitors

Join Threat
of
substitutes

Rivalry
among
Competitors

Porter's
5 Forces

Bargaining
Power of
Buyers

Bargaining
Power of
Suppliers

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Potential Competition Threat

High investment makes entry.
High import taxes.
You can enter more companies
economic power with the possibility
of offering lowest prices.
Strategic locations were taken by
current competitors.
Suppliers
bargaining power
Low bargaining power.
There are many providers
national and international.
Department stores
buy large volumes.

Major Competitors in the

Industry
Department Stores:
Ripley and Oeschle
Rivalry
The differentiation is based on
the
marks
marketed
each
competitor

Buyers
Trading Power
Increased demands for quality and
lower prices.
There is little loyalty

The competition is based on

promotions
Substitutes Threat
Specialty Retail Stores
Stores wholesalers (ex:
Gamarra)

SAGAFALABELLA

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Market competitors
The main competitor in Peru Saga Falabella department store is Ripley.

OESCHLE 4%

RIPLEY 43%

SAGA 53%

COMPETING COMPANIES Ripley: Its plan to open 8 stores in the coming years.
Oeschle: Second main competitor
others:

SAGAFALABELLA

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Supply chain

Infrastructure

Technological
Development

Large installations with large technological spaces

able to provide excellent service.

General innovates and develops models of dynamic,

flexible and intelligent edge technologies with management.

Resources
Human

Constant training programs and continuing education

Executive and Professional Development in the retail chains.

Provision

Acuerdos comerciales con grandes marcas.

Variedad de proveedores, marcas y productos.

INBOUND
LOGISTICS
Introduce
products, the
supplier pays the
majority of costs

Operations

Output logistics

Providing
falabella
labeling is done
by the supplier

Clearance of
goods at the
store is made
by providers

Marketing and
sales
Sell and
advertise
products
created by
suppliers

Services
Guarantees
provided by
direct
suppliers

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Analysis PECSTEC
Analysis of political variables
The Peru is experiencing a period of
political stability.
The company is regulated by
international quality standards
nationally.
Falabella governing their trade
policies through the national
customs service, the main trade
policy instruments are tariffs
and quotas on the import side.

Analysis of the economic variables.

Falabella's investment in Peru spent over 492
million in investments in 2010, for new stores
in Peru.
Alliance
between
prices
and
local
presentation in well-lit, with smiling vendors
and uniform quality.
Internationally,
globalization,
media,
transportation and the free trade agreements
have been made with the trends and tastes
are nationally and internationally.

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Analysis of social variables.

Active participation of our company in
the
development
of
applications
designed to make life easier for people
with disabilities or special needs groups
in strengthening the resources of
emergency services for assistance.
Your continued participation in social
projects in local institutions and support
actions consisting culturales.Falabella
brands and models prefer a consumer
or customer.
Saga Falabella has developed a
program to support the development of
SME business in the country.
Program called "Doing School."

Analysis of technological variables

Computer Platforms - intertwined with
banks, finance and even with other
shops.
The influence of the internet in the
market has been emerging as one of the
great strengths of the companies that
have the resources and tools available to
make the purchase, sale and payment
through different modes and cards.
The image of the Falabella brand has a
strong presence where it is each of its
stores and q is a multinational. Q The
technology uses advanced technology
Falabella is because it facilitates the
purchase of a product or service any of
the system such as: via online, by phone,
credit card WRC.
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FODA

STRENGTHS

DEBILIDADES

1. Geographical Expansion
(Lima and provinces).
2. Growth in sales in recent
years.
3.Great market penetration
of the CMR card
4.Forma of the Falabella
Group
5. own unique brands.
6.Stock Company
7. New products / services
unrelated.
STRATEGIES SO

1. Empresa igualmente
posicionada que su
competencia directa (Ripley).
2. No tiene una ventaja
competitiva diferencial
marcada respecto a la
competencia.
3. ventajas sujetas a
estacionalidad.

1. Growth in the consumer

sector.
2. Growth in consumer credit
and commercial.
3. Economic growth within
the country.
4. Rise of malls with small
shops that generate more
traffic.
THREATS

1.1. Open new stores or

expand stocks.
3.1. Enter new markets
within the country.
5.4. Strengthen sales sellers
own specialized and
exclusive brands.
6.1.Incidir advertising

1.1. Strategies for market

penetration to increase market
share.

ESTRATEGIAS FA

1. Entry of new competitors.

2. Scope the government to
increase taxes on imports.
3. Close correlation between
sales and purchasing power
of consumers.

1.1. Estrategia de desarrollo de

mercado (adquirir nuevos
locales en ubicaciones
estratgicas).
3.3.Incentivar las ventas
financiadas con la tarjeta CMR
5.2.Optimizar mercadotecnia
de marca propias
7.1. Diversificacin horizontal

ESTRATEGIAS DA
3.3. Desarrollo de los
productos/servicios.

SWOT

OPPORTUNITIES

STRATEGIES DO

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Strategies
Development and Market Penetration: The growth strategy is based on the expansion
of its operations through the opening of new stores and / or expansion of existing ones,
such as socioeconomic status.

Product Development: Offering a wide range of quality products and improving the
level of service (eg specialized Sellers own and exclusive brands, exclusive boutique
brand like United Colors of Benetton)

Horizontal Diversification: Added new services but not related to clients such as:
Extended Warranty, assembly of furniture, Giftcard, etc.

SAGAFALABELLA

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Organigrama

Executiva Vice
Saga Falabella
General
Management
Saga Falabella

Contabilidad

Commercial

Controller

Logistics

Finance

Businnes

Real Estate
Human Resources
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Real Estate
proyects

Systems

SAGAFALABELLA

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accounting
provide information about the financial situation of the company that serves the decision-making
and ensures that all transactions are accounted

Comptroller
help control and improve the operation of the organization to ensure compliance with
established rules and procedures.

finance
allocates resources to meet payment obligations, the interest expense planning, control and
emission manejode, stock transfers, pay accounts - accounts receivable and cobtrol of
management.

REAL ESTATE projects

develops and implements projects in construction, expansion and renovation of the Saga
Falabella stores, hypermarkets and sodimac tottus.

inmobilaria
Inmobilario development Falabella Group

systems
ensures the availability of technological resources for the proper conduct of business
activities, providing support and care to the users to solve and avoid possible problems.

commercial
center operations: management of department stores.
atencon customer service, sales channels n traditional and visual merchandising.

logistics
Planning, control and supply of goods.

business
marketing: launch advertising campaigns and promotional events and negotiation of
media space.
Ticket explores the fashion trends worldwide, making the purchase link.

human Resources
Employment: Recruitment and selection of staff.
development and learning: development of human talent.
personnel administration, payroll and social welfare.
SAGAFALABELLA

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Conclusion
The job tenure of 1 year more than most employees shows that this institution offers
job stability; allowing employees feel about their job security, which satisfies their need
to "feel safe" and moves them to perform better.

The treatment provided by supervisors - immediate bosses - based on justice and

respect contributes, first, that the work environment is conducive. Moreover, the
existence of fairness (justice) is the key factor in motivating workers, because they are
satisfied with what they receive according to their effort. Staff felt that their superiors
are truthful, who rely on their superior performance and accept their suggestions, which
allows the employee feels that belongs to the company, which is part of it.

Sales people find compatibility between the work environment and their personality
and feel identified with the values and ways of working of the company. This means
that workers are conducive work environment where they work, and this fundamental
result, because the favorable conditions of work environment motivate better
performance.

The company does train employees in the role they play, it is essential that the
training meets the growing need for employees to be trained to better assume their
responsibilities, which will definitely result in better performance which of course is in
favor of the company.

SAGAFALABELLA

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